Unit 6Learning Outcomes 1. Describe the appraisal process. 2. Develop, evaluate, and administer at least four performance appraisal tools. 3. Explain and.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Unit 6Learning OutcomesUnit 6Learning Outcomes
1. Describe the appraisal process.
2. Develop, evaluate, and administer at least four performance appraisal tools.
3. Explain and illustrate the problems to avoid in appraising performance.
4. List and discuss the pros and cons of six appraisal methods.
5. Perform an effective appraisal interview.
6. Discuss the pros and cons of using different raters to appraise a person’s performance.
1. Describe the appraisal process.
2. Develop, evaluate, and administer at least four performance appraisal tools.
3. Explain and illustrate the problems to avoid in appraising performance.
4. List and discuss the pros and cons of six appraisal methods.
5. Perform an effective appraisal interview.
6. Discuss the pros and cons of using different raters to appraise a person’s performance.
Increasing use by employers of performance management reflects:– The popularity of the total quality
management (TQM) concepts.– The belief that traditional performance
appraisals are often not just useless but counterproductive.
– The necessity in today’s globally competitive industrial environment for every employee’s efforts to focus on helping the company to achieve its strategic goals.
A management philosophy that requires employers to continuously set and relentlessly meet ever-higher quality, cost, delivery, and availability goals by:– Eradicating the seven wastes:
• overproduction, defective products, and unnecessary downtime, transportation, processing costs, motion, and inventory.
– Requiring each employee to continuously improve his or her own personal performance, from one appraisal period to the next.
The Components of an Effective Performance Management Process
Direction sharing Role clarification Goal alignment Developmental goal setting Ongoing performance monitoring Ongoing feedback Coaching and support Performance assessment (appraisal) Rewards, recognition, and compensation Workflow and process control and return
Guidelines for effective goals– Assign specific goals– Assign measurable goals– Assign challenging but doable goals– Encourage participation
SMART goals are:– Specific, and clearly state the desired
results.– Measurable in answering “how much.”– Attainable, and not too tough or too easy.– Relevant to what’s to be achieved.– Timely in reflecting deadlines and
Portion of an Administrative Secretary’s Sample Performance Appraisal Form
Figure 9–4 Source: James Buford Jr., Bettye Burkhalter, and Grover Jacobs, “Link Job Description to Performance Appraisals,” Personnel Journal, June 1988, pp. 135–136.
– An appraisal method that uses quantified scale with specific narrative examples of good and poor performance.
Developing a BARS:– Generate critical incidents(specific
illustrations)– Develop performance dimensions– Reallocate incidents– Scale the incidents– Develop a final instrument
BARS for grocery checkout clerks
Knowledge and judgement Conscientiousness Skill in human relations Skill in operation of register Skill inbaggaging Organizational ability of checkstand work Skill in monetary transaction Observational ability
Source:Walter C. Borman, “Behavior Based Rating,” in Ronald A. Berk (ed.), Performance Assessment: Methods and Applications (Baltimore, MD: JohnsHopkins University Press, 1986), p. 103.
Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.1. Set the organization’s goals.2. Set departmental goals.3. Discuss departmental goals.4. Define expected results (set individual
goals).5. Performance reviews.6. Provide feedback.
Source: David Antonion, “Improving the Performance Management Process Before Discontinuing Performance Appraisals,” Compensation and Benefits Review May–June 1994, p. 33, 34.